SOCIAL INNOVATIVENESS
AND SOCIAL INNOVATIONS
Anna Kaderabkova
Centre for Innovation Studies, University of Economics and
Management, Prague
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A. LESSONS
• Innovation in innovation policy necessary
• What must be done
• What we are doing
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1. Innovation in innovation policy necessary
• The problem of policy learning and transfer
• Absence of evidence in policy making and no demand for it
• Absence of evaluation through learning
• Creation of interest group based policy (privatization of public space – public entrepreneurs)
• Increasing rigidity impossible to erode (Verkrustung)
• Traditional innovation and interest groups dominate
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2. What can be done
• Open the door – small/pilot measure
• Find the supporters (on low levels)
• Have knowledge base ready
• Do not compromise
• Require evidence
• Trust only your methodology and supervise its implementation
• Keep independence
• Get further supporters in the process
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3. What we are doing
• Pilot call for social innovation within ESF
• Feasibility study for creating critical mass of RDI capacity combining innovation supply and demand
• Innovation capacity assesment based on micro data within framework conditions, comprehensive approach to innovation, stakeholders as co-creators
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B. SOCIAL INNOVATIVENESS
• Dimension of „traditional“ (economic) innovations and innovation performance (micro up to macro levels)
• Towards new innovation paradigm merging traditional and social innovation characteristics
• Challenges for measurement and policy support (beyond the dichotomy)
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C. SOCIAL INNOVATION
• Definition – functional
• Example – INNOSERV
• Assessment methodology
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1. Social innovation
WHAT – Novelty and improvement (achieved): creates social impact WHO – Innovators (sectors): government, businesses, grant economy, households WHY – Importance: higher productivity (e.g. Public services) & solution of societal challenges FOR WHAT – Innovation life cycle: financing accroding to the stages (prompts, proposal, prototype/pilot, implementation, scaling) HOW AND WITH WHOM – Cooperation and interaction: across sectors, fileds, actors & Engagement of: users, beneficiaries
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INNOSERV
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INNOSERV
• http://www.inno-serv.eu/content/user-driven-service-evaluation-nueva LINK VIDEO
• http://www.inno-serv.eu/content/your-opinion-appreciated-0 QUESTIONNAIRE
• http://www.inno-serv.eu/sites/default/files/UHEI_Nueva_final_0.pdf REPORT
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Prompts and
inspirations
Identification of problems/opportunities and their causes
(diagnosis), attraction of attention (visibility) for potential
stakeholders. Mapping/evaluation of new approach
implementation (e.g. abroad).
Proposals
and ideas
From an idea to project proposal, creative and interactive
methods used, active involvement of beneficiaries and
stakeholders (participation and partnership).
Need Existing solution insufficient or inadequate. Causes of the
insufficiency and need of new approach identified and
explained.
Complexity Context of other solutions, policies, strategies reflected (holistic
approach). The links of the problem and innovative solutions
are assessed.
3. Assessment methodology
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Novelty The novelty of the approach (compared to the existing
solution), e.g. new view of the problem/opportunity, new arget
group. Creation of own innovation or transfer/adaptation of
innovation developed elsewhere. Innovation radius
(organization, region, country, sector, target group).
Improvement Improvement in the new solution compared to the existing.
Identifying project improvement, the causes of the positive
difference. Possibilities and methods of measurement of this
improvement and its impact.
Process Process characteristics of the new solution, e.g. social learning,
interactivity, openess, crowdsourcing, networking/sharing,
collaboration, creativity, engagement, participation,
empowerment, social/relation capital, behaviour change.
Target group
engagement
Targeting users, i.e. (inter)active involvement, participation in
project creation (solution), in decision-making, continuous
feedback from users, adaptation to changing needs, focusing on
strengths of individuals (groups) and their activization. 16
Target group
impacts
Sustainability and focus of innovation impact on target groups,
increasing potential of target groups and their capacity to
engage in the solution of own problems (after the terminantion
of public support), benefit of the project for the improvement
for social recognition of target group.
Diversity and
partnership
Forms of linkages (form and intensity of interaction) of diverse
actors (sectoral/institutional partner diversification), solution of
multidisciplinary problems (opposed the limitation to their
partial aspects), sharing objectives, knowledge, responsibility
(and eventually financing).
Practice and
dissemina-
tion
Methods of practical implementation of innovation (test, pilot).
Form of transfarable output and its dissemination, receiving the
feedback. Support to innovation solution dissemination and
engagement of (potential) interest community.
Upscaling
and
sustainability
Forms of upscaling of innovation solution and its focus
(geographic, field, group). Other activities stimulated or
inspired. Continuation of innovation solution after support
termination. . 17
New skills
and
competen-
ces
New skills and competences in innovation solution, e.g. Communication,
learning by experience, negotiation, inclusive visions, client orientation,
project management and innovation change, team work, brokerage,
leadership, i.e. in multidisciplinary and multiorganization approach in
multicultural contexts, geographically specific organization capacity,
partnership, foresight, new and efficient method identification.
Risks and
changes
Risks of innovation solutions, methods of their assessment and reflection
in evaluation/monitoring. Relations of innovation risks and project benefits
in individual stages. Possibility of changes within the solution, setup of
check-points for premature termination.
Evaluation Forms of evaluation on project solution course (stages and criteria of
evaluation), including receiving and reflecting feedback from the key actors.
Possible variants of follow-up activities and their selection co-decision.
Mainstrea-
ming
Possibilities/conditions of mainstreaming innovation solution and its focus,
i.e. exploitability in broader context (compared to the original), explotaility
by third sides, capacity for continuous improvement, creation of
opportunities for learning and cooperation.
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